Hello,

I did some research into what are the main concerns of hotel chain executives recently. I wouldn’t call it scientific research but what do they talk about the most. The results are interesting, see the column. And without further ado, here’s the newsletter.

PS: The most complete hotel brands chart ever made, check it out.

Best, Martin

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Trending

Tru by Hilton Refreshes Prototype, Grows to Over 300 Hotels

Robotics and Automation and Labor

In this week’s column (below) one of the biggest problems that hotel executives have is related to labor and human resource costs. Robots could be a solution, I think they will be especially in budget hotels where robots would raise service levels. But in higher end hotels it is most likely that the solution is in automation. Where people are supported by computers and thus have more time for guests.

ROBOTICS AUTOMATION⁺

B2B Marketing and Brand

B2B marketing is often hyper focused on lead gen. It makes sense, the priority is on how to drive revenue. I wrote about the two extremes of the marketing scale some time ago, the top being brand and the bottom being leads/performance. One thing that B2B brands rarely do really well is build an excellent brand with strong and shareable assets. At least nothing like what consumer brands do.

BRAND ASSETS IN B2B COLUMN ON BRAND SCALE

About me: I'm a fractional CMO for large travel technology companies helping turn them into industry leaders. I'm also the co-founder of 10minutes.news a hotel news media that is unsensational, factual and keeps hoteliers updated on the industry.  

Luxury Boutique Hotels and Capital

The luxury boutique hotel segment seems to be thriving with capital from family offices and private investors. I love the trend as those hotels tend to be the more creative, more interesting and fun. And considering the industry’s hunger for new concepts this could be a great way to create them.

LUXURY HOTEL INVESTMENT

Major events and RM

A lot of good RM work happens when things are following the course. Slight updates and tweaks resulting in additional revenue. But when things are totally different such as major events in a city that has never had one before… it up to the gut feeling again. And there, FOMO and ego become a huge liability. I don’t have the answer but here are some tips.

WORLD CUP REVENUE MANAGEMENT

Marriott’s “Member’s Day”

The idea of using the most loyal members as influencers a bit like an Apple event that invites vloggers is nice. But I’m not convinced that hotel loyalty members become members to spread the word of the hotel and influence. The ones I have seen mostly do it for status (and to get free family holidays on their points). But giving loyalty members a peak into new ideas is great. I still think the best way forward for loyalty programs is to make members pay a membership – it totally changes the dynamic.

MARRIOTT LOYALTY PROGRAM

AI for Changement

AI can help hotels rethink how they run, not just add another tool. Predicting busy times, and flagging risks early. Redesigning key workflows like check-in, housekeeping, and marketing so they run smoother from the start. It is a slightly different look, more as an enabler than a product.

AI IN TOURISM STRATEGY

Understanding the fees in travel

While intermediaries can add value, the lack of transparency in flows and costs can lead to customer frustration. And complexities in modifications and policies. This is a pretty interesting look at all the flows and costs across bookings.

TRAVEL PAYMENT COMPLEXITIES

Podcast: I was invited to talk about AI in hospitality on this podcast, along with many other great industry thought leaders. A great discussion, we didn't agree on everything. Which made it more interesting.  

Opinion

Top 10 Hotel Industry Concerns, thoughts

I spent some time researching what are the main concerns of hotel company leaders. I put the list below, but it is quite familiar: People, talent, and culture top the chart. Finding and keeping good staff has apparently never been harder.

What struck me while looking at this list is how interconnected these challenges are. Points one (talent) and three (efficiency). Both could be dramatically improved by point four, technology. The tools and tech already exist. Mobile staff apps, AI-driven stock control, workflow automations, next-gen PMS. These are not futuristic prototypes, they exist today, and they work.

So why are we not seeing more adoption? Caution. Conservatism. Sometimes even fear. Hotels move slowly on tech, often slower than airlines, retailers, or restaurants. And yet, the very things leaders say they need, efficiency, reduced costs, better guest service, are exactly what today’s tech delivers.

Here is a radical thought: hotels should adopt a single north star metric for tech. Every hour a staff member spends looking at a screen instead of making eye contact with a guest is money lost. That may sound unscientific (it is), but think about it. Hospitality thrives on human connection. The moment technology pulls employees away from guests, it is working against its purpose. The best hotel tech is invisible, running in the background, removing friction, freeing staff to do what no AI can: make guests feel welcome.

Of course, not every concern can be solved with code, but let’s be honest, if we do not get the basics right, if staff morale stays low, staff turnover keep going and costs keep spiraling while guest expectations climb. If we can make staff deliver a better experience everybody wins. Staff feel grateful for their jobs and guests pay more.

The tools exist. The opportunity is here. The real question is whether the industry will keep treating technology as a cost line to minimize, or as the hidden multiplier that makes everything else work better.

Maybe the future of hotel leadership is not about finding the next big concern. Maybe it is about finally solving the ones we already know, with solutions we already have.

              Top 10 Hotel Industry Concerns - fall 2025
                = = = = = = = = = = = = = = = = = = = =

Rank  Main Concern   
1.    People, Talent & Culture. Hard to find and keep quality staff; need better training, morale, and career appeal.

2.    Guest Experience & Service. Guests expect highly personalized, consistent, and memorable stays.

3.    Operational Costs & Efficiency. Labor, insurance, and taxes are rising faster than revenue; need automation and cost control.

4.    Technology & Digital Systems. Hotels must modernize core systems and use AI/data to improve service and productivity.

5.    Growth & Market Positioning. Expand strategically, fill market gaps, and stand out from competitors.

6.    Distribution & OTA Dependence. Reduce reliance on OTAs by boosting direct bookings and loyalty programs.

7.    Owner/Franchisee Value & Alignment. Keep owners profitable and satisfied to retain and grow hotel portfolios.

8.    Sustainability & Climate Change. Meet ESG targets, lower carbon footprint, and appeal to eco-minded guests.

9.    Financing & Development Capital. High interest rates and construction costs make funding new projects difficult.

10.   Macroeconomic & Geopolitical Volatility. Be ready for global economic swings, political instability, and crises.

• Youtube and the future of entertainment – Link

• Learning from B2B sales – Link

• The Complete Hotel Brands of the World Chart – Link⁺

• Influence Society Design & Tech Benchmark Q3 2025 – Link⁺

⁺ Note, articles that are published by companies or people I work with are tagged with the ⁺ symbol or Partner word. I’m adding this as a transparency. Previously I avoiding sharing content from partners to remain objective, but sometimes they have excellent articles that deserves being shared so to remain transparent, I’ll tag them.